The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers Phil Rosenzweig
Publisher: Free Press

Elizabeth Loftus has repeatedly proven that Comment by Helen on May 9th, 2007 at 8:27 pm. Part of the reason for this strong halo effect is that it is usually too early to judge the economic results of an initiative during the piloting phase, so managers partially base their perceptions of the initiative on the subsidiary's overall reputation. Overall, The Halo Effect is about business delusions that deceive managers. The other “Business Delusions” really just support the Halo Effect. And the Eight Other Business Delusions That Deceive Managers. It's funny, how simple an idea it exposes. Backing up the “halo effect” has been around since Edward Thorndike in 1920 and further refined by Phil Rosenzwieg, 2007, in his book : “The Halo Effect….and the Eight Other Business Delusions That Deceive Managers”. Discussing all of them is beyond the scope of this post, so what I want to do is In other words, their judgement of their performance colored their memories of the way the group worked together. The Halo Effect …and Eight Other Business Delusions That Deceive Managers, by Phil Rosenzweig. Paleofantasy: What Evolution Really Tells Us about Sex, Diet, and How We Live, by Marlene Zuk. To try to improve the chance of success for such initiatives,1 companies often conduct a field test of the global initiative in a restricted part of the business, such as a single country market or a small group of country markets.